A no-nonsense newsletter for busy leaders who are done with overwork and ready to scale smarter. Join a community of 15K+ leaders and followers across platforms getting concise, actionable insights on leadership, team building, and how to use AI and hybrid intelligence to make work easier—so you can earn more, go home earlier, and lead with purpose without burning out.
Will you co-create with me?
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Hi there! I heard this phrase recently - “People support what they help create”. But it’s only part of the story. When people co-create, they don’t just support—they elevate. They build better products, more innovative organizations, and yes, even better books. As part of my writing journey, I’ve had the privilege of interviewing experienced leaders and CEOs. Their insights have been incredibly valuable. Take Hillel Fuld, for instance. He’s a renowned tech expert and startup advisor who believes that while technology can be copied, people and talent cannot. He shared a fascinating story about an investor—the first one in Uber—who met Travis Kalanick, Uber’s CEO. Despite the evident challenges, the investor believed that if anyone could make Uber a success, it’d be Travis. Talent, Hillel argues, is innate. It’s about recognizing it and recruiting people who are not just skilled but truly talented. Read the full interview here In another enlightening conversation, Erik Visser, CEO of Hamlet Protein, shared his thoughts on essential focus areas for a newly appointed CEO. He emphasized the power of questions like, “What would you do if you were the CEO of this company?” and “How can we help you be more effective in your role?” These questions often generate invaluable feedback and help in creating a collaborative environment. Read the full interview here. Speaking of collaboration, I recently wrote an article for Forbes Coaches Council titled The 5 Levels Of Team Trust: Mastering Remote Work Dynamics. In it, I describe the team trust pyramid and how leaders can build trust at various levels. Building trust is crucial, especially in remote teams, and understanding these dynamics can make all the difference. I have to be honest with you, writing about transforming disengaged, alienated teams into high-performing ones is quite a challenge. And I’d love to hear your thoughts. What’s the one thing you would absolutely never want to see in a book on this topic? Just hit reply and share your thoughts. Your feedback could help shape a better, more impactful book. Take care, Daria PS - If you enjoy these updates and want to stay in the loop, follow me on LinkedIn for articles and posts on leadership and team development. |
Meaning Makers
A no-nonsense newsletter for busy leaders who are done with overwork and ready to scale smarter. Join a community of 15K+ leaders and followers across platforms getting concise, actionable insights on leadership, team building, and how to use AI and hybrid intelligence to make work easier—so you can earn more, go home earlier, and lead with purpose without burning out.
Hi Reader, You make your first People hire at 40 people. You give them a VP title, because you want a strong candidate to say yes. Eighteen months later you’re at 200 people, opening a second market, and you need a CHRO. Now you have to tell a loyal, hard-working person that the top job is going to someone else. That conversation usually starts at the moment of the first hire, long before anyone thinks about the CHRO. Hire for the Stage In the latest Built by People Leaders episode, I talk...
Hi Reader, Daria’s here. This week I’m handing over to Verena Hoffmann, a somatic coach who helps leaders do the one thing that gets you home earlier: end the workday physically, embodied. And no, just closing your laptop is often not enough. A short introduction I’m Verena. I spent over 16 years in events, startups and people management before I trained as a somatic coach. I know the pleasure and the pressure of that world. Now I help high-functioning people, many of them in leadership...
Hi Reader, When a team member comes to you and says, “I’m not doing well right now,” what do you do? Most managers who want to help suggest a vacation or give them easier work. To the manager, that’s care. To the team member, it says: I told you the truth, and you stopped trusting me with the work. This is one of the most common mistakes leaders make around mental health at work. It comes from good intentions, and it still does damage. The ACT model: responding when someone says they’re...